Santa Clara University

Diane M. Hildebrand

What is it that makes a conversation so difficult, why do we avoid them, and why do we often handle them badly? Conversations are incredibly important. They are the building blocks people use to communicate their versions of reality; to invite others to respond and to work together in solving pressing issues. When problems arise in non-effective organizations people either withdraw into silence or say something but only to upper management. In the most effective organizations, people have a difficult conversation, face to face, and they hold it well. This, of course, takes skill and these skills can be learned. I invite you to attend this working session where you will learn how to successfully conduct a difficult conversation. The learning objectives include:

• Understand what makes a conversation difficult.
• Overcome the 5 common mistakes that derail us.
• Identify the steps in preparing a difficult conversation.
• Write an action plan to have difficult conversation.

Jack Smalley

In order to reach new heights of organizational success, comprehensive leadership strategies must be an integral element of the organization's vision. Leadership is critical to the success of this vision becoming the organization's mission. This interactive session details the Top 10 leadership mistakes that can cause irreparable damage to leadership's credibility and integrity thus quickly derailing any career and the organization's strategic initiatives.

Through true life experiences, we will discuss the consequences of questionable leadership mistakes such as:

• The failure to embrace diverse thinkers and mavericks. To effectively compete in today's market, organizational change must be constant. In order to achieve and maintain best practice organizational change, leadership must capture the people element by aligning behaviors to operational strategy. Leaders must destroy the box of traditional and limited visionaries by recognizing and motivating diverse thinkers and take measured and well calculated risk.
• Too much talking and not enough walking. Some of today's leader's commitments contradict their actions. Leadership is measured by the values visible through the actions employees take, not their talk. Credibility, trust and integrity are the three most critical elements to leader's success and they cannot be compromised.
• Failing at communication. Excellent communication skills are essential for leadership success. Leadership must remain visible and accessible especially during the current global turbulence and uncertain times. The best high performance work systems and comprehensive leadership strategies will fail without honest and thorough communications. The messenger is as critical as the message. To successfully lead through the maze of uncertainty leaders must have a clear and concise message to influence relevant stake holders in organizational change; performance management; rewards initiatives; employee development and talent management. Honest and direct communication from leaders possessing integrity will strengthen leaders' commitment to become valued and respected business partners.

Leadership is having the passion and ability to influence others to reach new heights. Critical decisions, impacting the organization, must be addressed. Unfortunately, mistakes can be made along the path that can damage the credibility of any leader resulting in failure of the organization's mission, vision, goals and strategies thus tarnishing its culture. By embracing proven behaviors and competencies outlined in this session and avoiding the Top 10 Leadership Mistakes, we are better prepared to lead the next generation of global talent to unlimited opportunities.
 

Barry Posner

As the world falls deeper into economic downturns and warfare, the question of credibility (how leaders gain and lose it) is more important than ever. Building on their research from The Leadership Challenge, James Kouzes and Barry Posner explore in Credibility why leadership is above all a relationship, with credibility as the cornerstone, and why leaders must "Say what you mean and mean what you say."

This first full revision of the book since its initial publication in 1993 features new case studies from around the world, fully updated data and research, and a streamlined format. Written by the premier leadership experts working today, Credibility:

• Reveals the six key disciplines that strengthen a leader's capacity for developing and sustaining credibility.
• Provides rich examples of real managers in action
• Includes updates to the applications and research

This personal, inspiring, and genuine guide helps you understand the fundamental importance of credibility for building personal and organizational success.
 

Jeff Bell

Do you sometimes feel like you obsess over a decision?  Maybe to the point of being unable to actually make the decision?  Join Jeff Bell, author and local radio news anchor for the May Leadership Breakfast Briefing session on Choosing Greater Good. 
 
Jeff will offer a unique and powerful perspective on navigating uncertainty-one he developed through his decades-long battles with, and recovery from, severe obsessive compulsive disorder (a.k.a. The Doubting Disease).  He will also share insights into effective decision-making and uncertainty management that no job or university ever could provide.  Forged in the darkest corners of what he calls the Shadow of Doubt, Jeff's field-tested (and re-tested and re-re-tested) strategies offer practical, proven solutions to the many challenges uncertainty presents-in business, in organizational management, in life.

Jeff's Choosing Greater Good  session draws on both the painful lessons and the humor of his remarkable journey.  And while his personal story serves as the backdrop for his message, Jeff also shares nuggets of wisdom he's culled from many expert contributors to his recent book.